Question 1

In highly formalized organizations, job behaviors are MOST OFTEN ________.

Accepted Answer

A)  flexible 
B)  programmed 
C)  discretionary 
D)  loose 
A)  flexible 
B)  programmed 
C)  discretionary 
D)  loose

Question 2

As an organization grows, and its activities become more diverse and complex, a functional structure may no longer allow it to coordinate its activities effectively.

Accepted Answer

A) True 
 B)False

Question 3

Authority is the power vested in a manager to make decisions and use resources to achieve organizational goals by virtue of his or her position in an organization.

Accepted Answer

A) True 
 B)False

Question 4

In a marketing structure, functions are grouped by types of customers so that each division contains the functions it needs to service a specific segment of the market.

Accepted Answer

A) True 
 B)False

Question 5

A mechanistic structure is used to induce employees to behave in predictable, accountable ways.

Accepted Answer

A) True 
 B)False

Question 6

The catapult systems operation crew on an aircraft carrier is responsible for operating the system that launches the aircraft from the carrier. The entire process depends on proper operation of the steam catapult machinery via the performance of standardized duties in a fixed order. As a result, the MOST effective structure for the catapult systems' operation crew is a(n) ________.

Accepted Answer

A)  organic structure 
B)  functional structure 
C)  mechanistic structure 
D)  differentiated structure 
A)  organic structure 
B)  functional structure 
C)  mechanistic structure 
D)  differentiated structure

Question 7

________ is the ongoing communication among different people and functions that is necessary for an organization to achieve its goals.

Accepted Answer

A)  Instant messaging 
B)  Mutual adjustment 
C)  Divisional alignment 
D)  Functional integration 
A)  Instant messaging 
B)  Mutual adjustment 
C)  Divisional alignment 
D)  Functional integration

Question 8

Highly skilled employees usually desire conformity and like close supervision.

Accepted Answer

A) True 
 B)False

Question 9

The effects of IT can be seen ________ companies.

Accepted Answer

A)  inside 
B)  between 
C)  both inside and between 
D)  neither inside nor between 
A)  inside 
B)  between 
C)  both inside and between 
D)  neither inside nor between

Question 10

Top management members do not want a tall organization, so they should ________.

Accepted Answer

A)  follow the principle of maximum chain of command 
B)  stress the importance of low risk behaviors to employees 
C)  hire more managers to supervise lower level managers 
D)  offer training to employees to enable them to make more decisions 
A)  follow the principle of maximum chain of command 
B)  stress the importance of low risk behaviors to employees 
C)  hire more managers to supervise lower level managers 
D)  offer training to employees to enable them to make more decisions

Question 11

Briefly explain the relationship between technology and organizational structure.

Accepted Answer

The relationship between technology and

Question 12

In typical mass-production or assembly operations, employees perform the same tasks repeatedly; moreover, the programmed solutions needed to perform a task efficiently have been identified and refined.

Accepted Answer

A) True 
 B)False

Question 13

________ is the development of programmed responses, performance standards, written rules, and standard operating procedures (SOPs) that specify how employees and functions should respond to recurring problems or opportunities.

Accepted Answer

A)  Organization 
B)  Virtualization 
C)  Formalization 
D)  Standardization 
A)  Organization 
B)  Virtualization 
C)  Formalization 
D)  Standardization

Question 14

Information technology (IT) promotes centralized decision making.

Accepted Answer

A) True 
 B)False

Question 15

Describe the matrix structure. What are the key reasons for a company to use a matrix structure? What are the disadvantages of a matrix structure?

Accepted Answer

In a matrix structure, managers group pe

Question 16

The first organizational design task is to ________ and create the structure best suited to the contingencies an organization faces.

Accepted Answer

A)  group functions and divisions 
B)  allocate managerial authority 
C)  design a managerial hierarchy 
D)  develop a product line 
A)  group functions and divisions 
B)  allocate managerial authority 
C)  design a managerial hierarchy 
D)  develop a product line

Question 17

Because of its complex network of reporting relationships among product teams and functions, the matrix structure is very flexible.

Accepted Answer

A) True 
 B)False

Question 18

Information technology (IT) increases communication and coordination and promotes mutual adjustment among teams, functions, and divisions.

Accepted Answer

A) True 
 B)False

Question 19

When the organizational environment lacks stability, organizations are more likely to decentralize authority and empower employees to make important operating decisions.

Accepted Answer

A) True 
 B)False

Question 20

A functional grouping makes it easier for people to learn from one another's experiences.

Accepted Answer

A) True 
 B)False

In highly formalized organizations, job behaviors are MOST OFTEN ________.

As an organization grows, and its activities become more diverse and complex, a functional structure may no longer allow it to coordinate its activities effectively.

Authority is the power vested in a manager to make decisions and use resources to achieve organizational goals by virtue of his or her position in an organization.

In a marketing structure, functions are grouped by types of customers so that each division contains the functions it needs to service a specific segment of the market.

A mechanistic structure is used to induce employees to behave in predictable, accountable ways.

________ is the ongoing communication among different people and functions that is necessary for an organization to achieve its goals.

Highly skilled employees usually desire conformity and like close supervision.

The effects of IT can be seen ________ companies.

Top management members do not want a tall organization, so they should ________.

Briefly explain the relationship between technology and organizational structure.

In typical mass-production or assembly operations, employees perform the same tasks repeatedly; moreover, the programmed solutions needed to perform a task efficiently have been identified and refined.

________ is the development of programmed responses, performance standards, written rules, and standard operating procedures (SOPs) that specify how employees and functions should respond to recurring problems or opportunities.

Information technology (IT) promotes centralized decision making.

Describe the matrix structure. What are the key reasons for a company to use a matrix structure? What are the disadvantages of a matrix structure?

The first organizational design task is to ________ and create the structure best suited to the contingencies an organization faces.

Because of its complex network of reporting relationships among product teams and functions, the matrix structure is very flexible.

Information technology (IT) increases communication and coordination and promotes mutual adjustment among teams, functions, and divisions.

When the organizational environment lacks stability, organizations are more likely to decentralize authority and empower employees to make important operating decisions.

A functional grouping makes it easier for people to learn from one another's experiences.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Power, Politics, Conflict, and Negotiation

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Culture and Ethical Behavior

Organization Change and Development

Filters

Exam 16: Organizational Design and Structure

In highly formalized organizations, job behaviors are MOST OFTEN ________.

As an organization grows, and its activities become more diverse and complex, a functional structure may no longer allow it to coordinate its activities effectively.

Authority is the power vested in a manager to make decisions and use resources to achieve organizational goals by virtue of his or her position in an organization.

In a marketing structure, functions are grouped by types of customers so that each division contains the functions it needs to service a specific segment of the market.

A mechanistic structure is used to induce employees to behave in predictable, accountable ways.

________ is the ongoing communication among different people and functions that is necessary for an organization to achieve its goals.

Highly skilled employees usually desire conformity and like close supervision.

The effects of IT can be seen ________ companies.

Top management members do not want a tall organization, so they should ________.

Briefly explain the relationship between technology and organizational structure.

In typical mass-production or assembly operations, employees perform the same tasks repeatedly; moreover, the programmed solutions needed to perform a task efficiently have been identified and refined.

________ is the development of programmed responses, performance standards, written rules, and standard operating procedures (SOPs) that specify how employees and functions should respond to recurring problems or opportunities.

Information technology (IT) promotes centralized decision making.

Describe the matrix structure. What are the key reasons for a company to use a matrix structure? What are the disadvantages of a matrix structure?

The first organizational design task is to ________ and create the structure best suited to the contingencies an organization faces.

Because of its complex network of reporting relationships among product teams and functions, the matrix structure is very flexible.

Information technology (IT) increases communication and coordination and promotes mutual adjustment among teams, functions, and divisions.

When the organizational environment lacks stability, organizations are more likely to decentralize authority and empower employees to make important operating decisions.

A functional grouping makes it easier for people to learn from one another's experiences.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Power, Politics, Conflict, and Negotiation

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Culture and Ethical Behavior

Organization Change and Development

Filters